WHOSE LONGEVITY
IS MORE?

How does an organisation become
lean?
•By stopping all future expansion plans.
•By decentralisation
•By reducing wastage

MURI
無理
means beyond one’s
power , impossible

• MURI, overburden, can result from Mura, and
from removing too much Muda (waste) from the
process.
• When operators or machines are utilized for more
than 100% to finish their task, they are
overburdened.
• This means breakdowns when it comes to
machines and absenteeism when it comes to
employees.
• To optimize the use of machines and make sure
they function properly, preventative- and
autonomous maintenance can be implemented.
• To prevent overworked employees, safety should
be the focus of all process designs and all
standard work initiatives.

Types of Muri
People Related Muri
• Using standard work
• Using 6S
• Using Jidoka Principles
Machines Related Muri
• Preventive Maintenance
• Autonomous Maintenance

Standardisation
• Standardization or standardisation
is the process of implementing and
developing technical standards.
Standardization can help to
maximize compatibility,
interoperability, safety,
repeatability, or quality. It can also
facilitate commoditization of
formerly custom processes.

JIDOKA

6 S
sortsafety
straighten sweep
sustainstandardise

Machine related Muri
Preventive Maintenance
• Preventative maintenance is
maintenance that is regularly
performed on a piece of
equipment to lessen the
likelihood of it failing.
• It is performed while the
equipment is still working, so
that it does not break down
unexpectedly.
Autonomous Maintenance
• Autonomous maintenance is
“independent” maintenance
carried out by the operators of the
machines rather than by dedicated
maintenance technicians.
• Autonomous maintenance has the
operators performing the simpler
maintenance routines such as
lubrication, bolt tightening, cleaning
and also inspection and monitoring.

MURA
斑
Means unevenness

Causes of Mura
•Irregular production schedule
•Fluctuating production volumes
due to internal problems,
like downtime.

MURA- Results in
•MUDA (Waste)

MURA IN WORK
• Rushing type production model (evening production model, week-end
production model, month-end production model)
To eliminate production variation for weekly, daily or
hourly production quantity.
• Allocation of manpower (capability) and the work involved (load) are not
balanced.
• Unbalanced production capability among different processes.
• Making too many in one go
To produce necessary quantity of necessary items at
necessary timing only.
• Working is not rhythmical.

MUDA
無駄
Is the waste; it is the
work that doesn’t add
any value to the product

MUDA

ECONOMIC COST OF WASTE
Every business activity absorbs resources and
every resource has a cost
Every waste has a cost, and that is direct loss to
the company.
Economic value of waste in a process industry
are in the range of 10 -35% of annual turnover

7 FORMS OF MUDA
Unnecessary motions
Waiting for work and materials
Transportations
Over-production
Processing
Inventories/ Unnecessary W-I-P
Corrective operation

MUDA of Motion
Movement that does not add value
• Searching for files
• Extra clicks or key strokes
• Clearing away files on the desk
• Gathering information
• Looking through manuals and
catalogs
• Handling paperwork

MUDA of Waiting
Idle time created when material, information, people or
equipment is not ready.
Waiting for:
• Faxes
• The system to come back
• Copier machine
• Customer response
• A handed off file to come back

MUDA of Transport
I am more expensive
since raw material is
coming from a far
off place.

MUDA of Transport
Movement of information that does not add value:
• Carrying documents to and fro from shared
equipment
• Taking files to another person
• Going to get signatures

MUDA of Over
production
Generating more information than the customer needs right
now:
• More information than the customer needs
• Creating reports no one reads
• Making extra copies
• More information than the next process needs

MUDA of Process
1. Using more expensive
equipment or tools where
simpler ones would suffice.
2. Having meetings that are not
needed.
3. Having people at meetings
that are not required.
4. Agenda points, not to be
included;

MUDA of
Process
Efforts that create no value from the customer
viewpoint:
• Creating reports
• Repeated manual entry of data
• Excessive paperwork
• Duplicity of work
• Use of outdated standard forms
• Use of inappropriate software

More information, project, material on hand than the
customer needs right now:
• Files waiting to be worked on
• Open projects
• Office supplies
• E-mails waiting to be read
• Unused records in the database

Work that contains errors, rework, mistakes or
lacks something necessary:
• Data entry error
• Pricing error
• Missing information
• Missed specifications
• Lost records
• Rework
• Rescheduling meetings

Find the Root Cause
- Asking ‘WHY’ for 5 times
- 5W 1H
How to eliminate muda??

The Five Ws and The One H
Who What Where
1. Who does it?
2. Who is doing it?
3. Who should be doing it?
4. Who else can do it?
5. Who else should do it?
6. Who is doing 3-Mus?
1. What to do?
2. What is being done?
3. What should be done?
4. What else can be done?
5. What else should be done?
6. What 3-MUs are being
done?
1. Where to do it?
2. Where is it done?
3. Where should it be done?
4. Where else can it be done?
5. Where else should it be
done ?
6. Where are 3- MU s being
done?
5 W 1 H of MUDA